目 录
1 绪论 .......1
1.1 研究背景 1
1.2 研究意义 2
1.3 研究方法 4
1.4 文章基本构想 ....4
2 相关理论基础 ...5
2.1 绩效与绩效管理概念的涵义 ....5
2.1.1 绩效的涵义 .........5
2.1.2 绩效管理的概念 .6
2.2 影响绩效的主要因素 ....7
2.3 绩效管理意义 ....9
2.3.1 绩效管理促进组织和个人绩效的提升 ...........10
2.3.2 绩效管理促进管理流程和业务流程优化 .......10
2.3.3 组织战略目标由绩效管理确保完成 ...11
2.4 绩效管理的理论与常用方法 ..11
2.4.1 目标管理法 .......11
2.4.2 关键绩效指标法 ...........12
2.4.3 平衡记分卡 .......14
2.4.4 360 度反馈法 .....15
2.4.5 优秀绩效管理系统特征 ...........16
3 C 银行江西省分行绩效管理的现状与问题分析 ......17
3.1 C 银行概况 .......17
3.2 C 银行江西省分行概况 ...........17
3.3 C 银行江西省分行经营现状 ...18
3.4 C 银行江西省分行绩效管理现状 .......18
3.5 C 银行江西分行绩效管理存在的问题 ...........20
3.5.1 战略导向不清晰、业务指标不合理 ...21
3.5.2 缺乏有效沟通反馈 .......23
3.5.3 考核周期过长降低绩效管理效果 .......24
3.5.4 安全运营和客户服务被忽视 ...25
3.5.5 不够重视员工的学习与发展 ...25
3.5.6 绩效评价方法不合理 ...27II
3.5.7 员工的价值未能充分体现 ........27
4 C 银行江西省分行绩效管理的优化对策 ......29
4.1 实现绩效目标制订规范化 ......29
4.2 实现员工绩效管理流程化。 ..32
4.3 实现绩效考核常态化 ..33
4.4 将安全运营和客户服务纳入绩效管理系统 ..34
4.5 注重员工学习与发展 ..35
4.6 实现绩效评价标准科学化 ......36
4.7 调整绩效工资发放标准 ..........39
5 结论与展望 .....40
参考文献.42
附录.........45
附录 1 员工绩效谈话记录表........45
附录 2 员工绩效调查问卷46
致 谢.....47III
CONTENTS
1 Introduction ......1
1.1 Background..........1
1.2 Significance of the research.........2
1.3 Research Methods ...........4
1.4 The basic idea of article...4
2 Performance management theory.......5
2.1 The definition of Performance and connotation of Performance Management ..5
2.1.1 The definition of Performance......5
2.1.2 The connotation of Performance Management ....6
2.2 The main factors affecting the Performance........7
2.3 Meaning of Performance Management ...9
2.3.1 For organizations and individuals to enhance the performance .10
2.3.2 Optimize management and business process......10
2.3.3 Ensure the realization of strategic goals of the organization......11
2.4 Performance Management theory and common method...........11
2.4.1 Management by objectives .........11
2.4.2 Key Performance Indicators .......12
2.4.3 Balanced Score Card ......14
2.4.4 360 degree feedback method ......15
2.4.5 The features of excellent performance management system ......16
3 The analysis of the situation and problems of performance management in
Jiangxi branch of C Bank .........17
3.1 A survey of C bank ........17
3.2 General situation of Jiangxi branch of C bank ..17
3.3 The present situation of management ....18
3.4 The development process of Performance Management...........18
3.5 The problems of Performance Management .....20
3.5.1 Strategic orientation is not clear,business index is not reasonable .........21
3.5.2 Performance Management tracking guidance phase lack of effective
communication and feedback ..23
3.5.3 The slow cycle of performance appraisal reduces the effect of
performance management........24IV
3.5.4 Security operations and customer service problems existing in the
performance management........25
3.5.5 Didn`t pay enough attention to employee learning and development ....25
3.5.6 Evaluation method is not reasonable ......27
3.5.7 Performance pay can not fully reflect the value of employees...27
4 The analysis of optimization countermeasure..........29
4.1 Specification formulate performance goals.......29
4.2 Streamline employee performance management...........32
4.3 Normalized performance assessment ....33
4.4 Bring the safe operation and customer service into the system.34
4.5 Focus on staff learning and development ..........35
4.6 Scientific performance evaluation criteria.........36
4.7 Adjust the salary standard..........39
5 Conclusion and Prospect........40
Reference 42
Appendix 45
Appendix 1 employee performance statement ........45
Appendix 2 questionnaire of employee performance..........46
Acknowledgements ........471
摘 要
世界经济迈入本世纪后，我国金融体制持续改革、全球经济一体化进程加快，
金融市场不断推陈出新等现状，让金融行业的竞争愈演愈烈。商业银行要想在市
场内位居领先地位，就必须挖掘自身所具备的核心竞争力。人才战略作为企业核
心竞争力的一种，由于它具备独特性，无法复制，直接关系到企业能否妥善发展，
基业长青。绩效管理作为所有企业人力资源管理中的一项关键性的工作，对提升
商业银行市场经营效能、打造商业银行的核心竞争力等方面发挥着越来越关键的
功能。因此对绩效管理进行研究，可以帮助商业银行解决存在的问题、增强核心
竞争力

本文选取C银行江西省分行员工绩效管理体系作为调研对象，通过调查问卷、
实地考察等方式了解现状，寻找存在的问题，分析其中的原因。首先，根据 C 银
行江西省分行的实际情况，采取目标管理法、关键绩效指标（KPI）、平衡计分卡、
360 度绩效评估法等多种绩效管理工具进行综合分析。其次，本文对 C 银行江西分
行一部分中层管理者、支行管理层以及普通员工展开有关访谈，且运用问卷调查
法对每个受访者均调研对其自身KPI考核的意见与想法，绩效考核存在何种问题，
从而综合分析当前绩效管理模式所存在的不足。通过标准化的问卷，制订统一的
评价标准，通过定性定量的数据分析，找到现有体系的不足：该银行存在战略导
向不够明确、业务指标不尽科学的现状，缺乏有效的绩效管理跟踪沟通与反馈，
而绩效考核周期偏长因此降低绩效管理效果，并且在安全运营和客户服务存在绩
效管理问题，日常绩效管理中不够重视员工的学习与发展、绩效评价方法不合理、
绩效工资不能完全体现员工的价值。目前，C 银行江西省分行员工的绩效管理更多
体现于业绩考核，简单的业绩考核对员工缺乏有效的激励约束机制，对企业招聘、
培养、使用、留住优秀人才，无法起到应有的效果

在针对 C 银行绩效管理的整体规划上，本文结合国内外所发展的业绩评价理
论和方法，经过比较研究，设计出与该行现行员工考核相契合的一套指标系统，
并给出绩效管理流程的优化对策。在具体实施措施上，本文着重对方案中的详细
运用展开探索分析，认为必须要展开绩效管理跟踪，进一步实行绩效辅导，力争
全面客观地反映 C 银行江西省分行各层面员工的真实绩效状况

本文将理论与该行绩效管理过程中所出现的各类问题结合，试图探索出一系
列具备可操作性和可复制性的绩效管理办法：明确商业银行战略目标，优化业务
考核指标、加强上下级间绩效考核信息沟通。通过以上种种建议希望提升 C 银行2
江西省分行员工绩效管理水平，提升 C 银行江西省分行的核心竞争力，同时为绩
效管理在不同领域的践行提供一种新的运行模式

关键词：商业银行；绩效管理；优化研究3
Abstract
In this century,the world economy integration process speeds up and the market
competition is fierce.As an enterprise,to the highest leadership position in the market,it
must find the core competitiveness.With the continued reform of Chinas financial
system,the global economic integration process,the financial industry competition
intensified. Talent strategy as a core competitiveness of enterprises,because it is
unique,is directly related to the ability of development and everlasting. Performance
Management as a core human resource management,enhance the market
competitiveness of commercial banks and the core competitiveness.
The author selects Jiangxi Branch of C Bank employee performance management
system as the research object,by analysis of current situation,find out the cause and
solve the problems. Firstly,according to the actual situation of Jiangxi branch of C
bank,Management by objectives,Key Performance Indicators (KPI),the balanced score
card,360 degree performance appraisal method and so on. Secondly,the author
interviewd some mid-level managers,managers of sub-branch and common
employees,and use the method of questionnaire investigation to the performance
management mode. At present,the performance management of C bank reflected in the
performance evaluation,lacking of effective incentive and restraint mechanism.In the
overall planning of the performance management,the author combines the performance
evaluation theory and method of the development at home and abroad,Through the
comparison research,I want to design a set of index system which fit the existing staff
assessment. In the specific implementation measures,by using of the scheme,we must
start performance management tracking,performance coaching and strive to
comprehensively and objectively reflect the situation of the real performance of all
levels of employees.
This paper will combine some kinds of problems and the theory for practice in
performance management process,attempts to explore a series of operable and
replicability methods:determining the strategic objectives of enterprise,optimize the
business assessment index,strengthen the information communication. Through all sorts
of suggestions the author want to upgrade the performance management level of C
bank,enhance the core competitiveness,and provide a new idea for the practice of
performance management in different fields.
Keywords:Commercial banks;Performance management;Optimization research1
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